Airborne Express‚ an air express transportation company has succeeded to compete with a few big competitors such as Federal Express and United Parcel Service (UPS) even it does not have funding as much as its competitors. In 1996‚ it held third position in the industry with 9 percent of the market. Even Airborne is smaller size company compared to its main competitors‚ it still can survive with the competitive advantage through its resources and capabilities. With some unique resources and core competences
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December 31st‚ 2007 To: Robert Brazier & Senior Management Team of Airborne Express From: Strategic Analyst Re: Recommendations and Implementations for recent issues in Airborne Express Executive Summary: Airborne Express has many options available for sustainable growth and success in the coming years. After the recent 29% increase in revenue over the past year‚ there are opportunities to take into consideration that will boost this growth for the fourth quarter. This company should join the “industry
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Statement of Purpose The group aims to identify the generic strategy Airborne Express is pursuing‚ whether such strategy is sound in the context of air express industry. The company’s strengths and weaknesses are evaluated with the opportunities and threats to identify the distinctive competency that it can adapt. Statement of the Problem The group endeavors to identify the strategy that Airborne Express can implement to its domestic and international operations. Assessing the strategic
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HBS- Airborne Express Background Information Seattle based Airborne Express was the third largest express mail business in the 1990s. The product of two specialist airfreight carriers‚ Airborne Express began operations in 1968 and targeted businesses requiring regular‚ high-volume shipments of urgent items. Airborne maintained low cost operations by focusing on efficiency. We discuss how the express mail industry evolved throughout the 1990s and what Airborne did to remain competitive. How and
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______________________________________________________________________________ Executive Summary: Airborne Express the current underdog in the express mail business has been able to compete with market leaders due to innovation and optimization strategy. The company built on cutting cost and emphasizing reliability now faces pressure from the leaders UPS and FedEx to change their pricing strategy. This change from standard rate pricing to distance-based pricing puts Airborne in a dilemma in which they must choose to match the competition
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AIRBORNE EXPRESS: THE UNDERDOG CASE STUDY QUESTIONS 1. Analyze the United States small package express delivery industry in the 1990’s using the Porter’s Five Force Model. Rate each of the five forces as either weak‚ moderate‚ strong or fierce. Justify your rating by using two factors under each force and describing how these factors affect the strength of the force. The Bargaining Power of Buyers The bargaining power of the buyer was somewhat moderate-to-slightly strong due to the
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this case study is to help Airborne Express with its strategy formulation and implementation. Statement of the Problem and Objective Problem: Decline in the market share of Airborne Express in the volume of overnight deliveries. Objective: To become one of the top three companies in the express carriers industry. Alternative Courses of Action ● Not compete with established competitors like FedEx and UPS‚ and stress the reliability of its delivery schedules. ● Expand Airborne Express
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Business School 9-798-070 Rev. May 23‚ 2007 Airborne Express The officers of Airborne Express could hardly be more pleased.1 Results for the third quarter‚ 1997‚ were spectacular. Revenues for the quarter were up by 29% over the previous year‚ and yearto-date net earnings had increased by more than 500%. Airborne’s management team knew that the great results were‚ in part‚ fleeting. As the third largest player in the express mail industry‚ Airborne had gotten a boost from the recent strike at rival
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Perform a Five Forces analysis of the US express mail industry. Force Players Competition Rivalry FedEx‚ UPS‚ Airborne Express‚ U.S. Postal Service and other second tier players like BAX global‚ DHL‚ Emery‚ RPS and TNT. High Substitutes E-mail‚ Fax‚ Telephone‚ Regular mail‚ Personal delivery Medium Buyer Power Consumer‚ businesses Med-High (Businesses can effectively negotiate prices and associated services) Supplier Power Suppliers for postal material‚ aircraft‚ airport‚ trucks‚ Labor
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How and why has the structure of the express mail industry changed? As express mail has become more commonplace it has become increasingly difficult for companies to maintain revenue growth. The top three companies serve over 85% of the market and competition is fierce. In addition‚ six second-tier players were hungry to make inroads and competition from the Post Office and even e-mail made prospects for large increases in volume unlikely. Investments in overseas markets mostly failed to pay-off
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